diff --git a/staff-engineer.markdown b/staff-engineer.markdown index 6082706..5badf3c 100644 --- a/staff-engineer.markdown +++ b/staff-engineer.markdown @@ -506,7 +506,7 @@ by Will Larson ##### Getting in the room * To get in the room, you need: - * To bring something useful to the room, and that the room doesn't already have. + * To bring something useful to the room, and that the room doesn't already have. * A sponsor to grant you membership. It may be the case that your sponsor's manager is also in the room, evaluating *them* based on their decision to sponsor *you*. * Your sponsor needs to know you want to be there. * Sometimes the easiest way to increase your value in the room is by decreasing the cost of including you. Some approaches include: @@ -557,3 +557,113 @@ by Will Larson * At some point, increasing your visibility is likely reducing the opportunities for others to create visibility for themselves. * If you identify a lack of visibility is likely to hold you back in the promotion process, work to clear that threshold, but not much further. + +#### Deciding to switch companies + +* Sometimes the best way to get a desired title is to switch companies. +* Software engineers aren't as likely to stay at the same company for their entire careers as other professions. + +##### What's the right decision for you? + +* Circumstances can vary greatly depending on personal situation such as family, location, visas, and other factors. +* Some advice must be discounted with personal situations. + +##### Why leaving works + +* Your current company knows most about your work and capabilities, though in practice it doesn't necessarily lead to a staff promotion. +* There can be current constraints such as: budget, attribution of work, sponsorship, and visibility. +* Interviewing allows you to specifically find a role with your desired title, qualifications, and has the sponsorship of the hiring manager. +* Leaving may allow you to leave behind any rut or baggage from previous roles. +* At some level there are connections or "back-channel references" that can follow you from job to job. + +##### Things to try before leaving + +* Try exploring internal positions first. This allows you to more easily bring a reputation with you. +* If experiencing burnout, you may be able to negotiate a paid or unpaid sabbatical to recharge. + +##### Leaving without a job + +* Checklist to consider leaving without a job due to burnout: + * Does your visa support this? + * Are you financially secure for at least a year without working? + * Do you work in an area with lots of opportunities or are you flexible to relocate? + * Do you interview well? Can you explain why you took a gap in working? + * Do you have positive references? +* If all of the above are true, it may be worth leaving as a personal sabbatical. + +##### Taking the plunge + +* If close to staff, there is likely a company out there that will give you the title. +* If you want to stay and get the title, be more intentional about getting the promotion. + +#### Finding the right company + +* Picking the right company for you will have a large impact on your ability to get a staff plus role. + +##### Find a place that disproportionately values you + +* A company that needs your skill set immediately will have high value for your contributions. +* If a company values your incidentals rather than contributions it can be a recipe for frustration. + +##### Meritocrats and proceduralists + +* Companies are often merit based leading to a small inner circle of individuals of similar beliefs. The other possibility is one of a more fairness or structure based approach. +* Neither type of company has a better chance of propelling you into a staff plus role, though it greatly depends on your identity and that of existing staff. + +##### Archetypes + +* Reaching out to existing staff and getting a feel for the work they do gives you the best vision into how the company may value you. +* It can take scaling engineering to 1000s of people before fully covering staff archetypes. + +##### Growth + +* There can be a lack of room for growth in certain companies. +* Some companies may grow faster, though they can be more stressful to work in. + +##### Sponsorship + +* Getting a staff plus role, requires sponsorship. For a new company it is likely the hiring manager that needs to believe in you. +* Internally the sponsor should be someone you've work well with before. +* It can be considered toxic when sponsorship is used to bring along former coworkers to new teams. +* An external presence has implicit sponsorship. + +##### Durability + +* It's important to consider: will the company exist a few years from now when you'd be ready for the staff plus promotion? +* Be with a company where you align with their vision and goals. + +##### Pace + +* Sometimes you're looking for faster paced rolls. Sometimes you're looking for a slower paced roll. +* Try to understand the pace you'd be expected to function at before you accept the role. + +#### Interviewing for Staff-plus roles + +* Interviewing for staff-plus roles can be different than senior, but can also be the same. Often the steps are less clear though. + +##### Draw your lines + +* The staff plus phase of your career can span 20 years, but the direction will likely come down to a few key decisions. +* Before the interview, try to figure out what is right for you. +* Some staff plus interviewees will not practice code beforehand. Make sure that you align your interview expectations with career expectations. + +##### Debug the process + +* Feel free to ask for more details about the interview process. +* Before the interviews, it's important to understand: + * What are the interview formats? What are the evaluating for? + * Do any of the interviews need prep? + * Who are the interviewers? +* Use these questions to figure out if the possible offer will be right for you. +* Do not get pulled into a role that would not fit your career goals. + +##### Finish well + +* Send followup questions and brief any references. + +#### Negotiating your offer + +* Offers are often generated in a formulaic way. +* There is an expectation around negotiating while also not crossing over an unspoken threshold. +* Some negotiation can happen for higher roles in pieces often not negotiated on. For example: stock vesting timelines. Finalizing a senior staff higher will have more flexibility than lower roles. +* Be strategic in your negotiations. Be able to say why a request is important to you in a good narrative. \ No newline at end of file